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The pilot phase began in June 2012 and was completed<br />

in March 2013. Nearly 20 frontline and department staff<br />

were involved in three specific activities: 40<br />

• Creating a self-management training package<br />

• Delivering virtual and in-person SMS training<br />

to primary care service teams (also known<br />

as pilot teams)<br />

• Implementing SMS activities as part of routine care<br />

in each pilot site<br />

Our approach<br />

The improvement team began by identifying<br />

appropriate outcome measures and SMS training<br />

methods. The team selected the 5As based in part<br />

on its effectiveness and wide adoption for providing<br />

support to clients with a range of chronic health<br />

conditions in primary care settings. 41 A five-step<br />

communication and action cycle – assess, advise,<br />

agree, assist, arrange – the 5As was originally<br />

developed as a smoking cessation strategy and is<br />

endorsed by the Registered Nurses’ Association of<br />

Ontario (RNAO) as a clinical SMS best practice. 42<br />

Each pilot team worked within its current<br />

budget and with existing staff resources.<br />

Providing support for innovation<br />

Each pilot team worked within its current budget and<br />

with existing staff resources to carry out project activities.<br />

The Aboriginal Diabetes Initiative (ADI) Homecare<br />

Enhancement Fund contributed the only additional<br />

resources – $17,464.08 to cover costs associated with<br />

contracting an SMS training expert, and providing<br />

webinar and face-to-face training sessions.<br />

In-kind staff time allocation was significant and<br />

invaluable (see Figure 4). Although staff time was<br />

not included in the budgeting of the pilot projects,<br />

it is an important consideration for the scaling and<br />

spread of SMS beyond the pilot projects.<br />

On average in NWT, diabetes accounted for 9% of<br />

all hospitalizations, 10% of discharges, and 15% of<br />

costs ($8.7 million). The implementation of diabetes<br />

self-management programs present significant<br />

opportunities not only to improve patient’s quality of<br />

life and reduce deterioration of their condition, but<br />

also to reduce healthcare costs to the system. The US<br />

27<br />

Making the Case for Change

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